clc organizational change research part 2

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MGT 325 GCU Organizational Change Research Discussion

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Please view explanation and answer below. MGT-325: Organizational Change Research: Part 2 Directions: Continue researching the company you selected for the Topic 3 CLC assignment to provide a minimum of six sources according to the following criteria. Use at least three previous research sources from Topic 3 and two or three new sources that are needed to address the remaining questions. Also include the Wall Street Journal as a source. You will use this research to determine potential areas for organizational change and to address questions related to planning and managing change within the company. Use the ADKAR model first introduced in Topic 2 when answering the questions. Criteria Research Findings What needs to change or improve for the organization? Starbucks will need to cut down its costs to recover from the current financia...

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Posted: March 5th, 2022

MGT-325-ETR900A CLC – Organizational Change Research: Part 2

MGT-325-ETR900A CLC – Organizational Change Analysis: Part 2 Group: Tesla

MGT-325-ETR900A CLC – Organizational Change Analysis: Part 2

It is a Collaborative Studying Neighborhood (CLC) task.

The aim of this task is to conduct analysis on an organizational change that could possibly be applied

to extend aggressive benefit.

Proceed researching the corporate you chose for the Subject 6 task utilizing the earlier analysis sources and others that could be wanted to handle the remaining questions. You’ll use this analysis to find out potential areas for organizational change and to handle questions associated to planning and managing change inside the firm. Work as a bunch to finish the “Organizational Change Analysis: Part 2” worksheet.

Whereas APA fashion will not be required for the physique of this task, strong tutorial writing is anticipated, and documentation of sources ought to be introduced utilizing APA formatting tips, which may be discovered within the APA Type Information, positioned within the Scholar Success Heart.

This task makes use of a rubric. Please overview the rubric previous to starting the task to develop into accustomed to the expectations for profitable completion.

———–

Part 2 of MGT-325-ETR900A CLC – Organizational Change Analysis Tesla is a corporation.

Part 2 of MGT-325-ETR900A CLC – Organizational Change Analysis

That is an task for the Collaborative Studying Neighborhood (CLC).

The objective of this challenge is to conduct analysis on a possible organizational change.

to achieve a aggressive benefit

Proceed investigating the corporate you select for the Subject 6 task, utilizing the earlier analysis sources in addition to every other sources that could be required to reply the remaining questions. You’ll use this analysis to find out potential areas for organizational change and to handle questions associated to planning and managing change inside the firm. Work as a bunch to finish the “Organizational Change Analysis: Part 2” worksheet.

Whereas APA fashion will not be required for the physique of this task, strong tutorial writing

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MGT-325: Developing an Organizational Change Communications Plan  ...

MGT-325: Developing an Organizational Change Communications Plan

Answer & Explanation

https://docs.google.com/document/d/17HTg9VDq-yZz6Hg1v2yvW5Z6kjLw6muV/edit?usp=drivesdk&ouid=112511819665144976766&rtpof=true&sd=true

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Other answer

Question well answered below.

An organizational change communications plan is a crucial part of implementing any type of change within a company. This plan helps to ensure that all employees are informed about the change, understand its purpose and how it will affect them, and are prepared to adapt to the new situation. A well-developed plan can help to minimize disruptions and maximize the chances of success for the change initiative.

Here are the key steps to developing an effective organizational change communications plan:

• Identify the change and its purpose: 

This step involves clearly defining the specific change that is being implemented and the reason for the change. This may include identifying the problem or opportunity that is driving the change, as well as the specific goals and objectives that the change is intended to achieve. This step is crucial for ensuring that the change is well-defined and focused on achieving the desired outcomes.

• Determine the stakeholders: 

In this step, the key stakeholders who will be affected by the change are identified. This may include employees, customers, vendors, and other partners. It's important to consider how each group will be impacted by the change and what specific information they need to know in order to successfully adapt to the new situation.

• Develop a communications strategy: 

Based on the change and the identified stakeholders, a communications strategy is developed. This strategy outlines how the change will be communicated to each stakeholder group and may include a combination of methods such as meetings, emails, newsletters, and other forms of communication. The goal of this step is to ensure that all stakeholders receive the information they need to understand and adapt to the change.

• Create a timeline: 

Once the communications strategy has been developed, the next step is to create a timeline for when each communication will be sent and to whom. This will help to ensure that the change is communicated in a timely and organized manner, and that all stakeholders receive the information they need when they need it.

• Implement the plan: 

The final step is to put the communications plan into action. This may include sending out communications, holding meetings, and providing training and support to help employees adapt to the change. This step is crucial for ensuring that the change is successfully implemented and that all stakeholders are able to adapt to the new situation.

It's important to remember that an organizational change communications plan is a living document that should be regularly reviewed and updated as needed. As the change is implemented and employees begin to adapt, the plan may need to be adjusted to address any issues or concerns that arise. Additionally, ongoing communication and support will be necessary to ensure that the change is successful and that all stakeholders are able to adapt to the new situation.

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Research in Organizational Change and Development: Volume 29

Table of contents, are od and analytics twins separated at birth toward an integrated framework.

Organization development (OD) and people analytics (PA) have developed and are typically practiced as entirely separate and nonoverlapping disciplines in organizations. We review the principles underlying each of the two disciplines and show much greater overlap and similarities than commonly believed. An integrated framework is provided, along with examples of OD tools that should be part of the PA toolkit for any practitioner. Case studies of what the integrated framework looks like when applied in practice are discussed.

The Laboratization of Change: What Is It with Labs and Change These Days?

Laboratories or “labs” outside science and technology have become increasingly popular in recent years. Their proliferation raises questions about what they have in common and the extent to which “lab” as a metaphor is still pertinent. We develop six criteria to assess these types of labs: (1) theoretical foundations; (2) experimentation; (3) collaboration; (4) boundaries; (5) governance; and (6) temporality. We identify a number of paradoxes in the operation of labs and explore their implications for research and practice.

Toward Reconfiguring Sociotechnical Systems Design: Digitally Infused Work Systems and the “Platform-STS”

The digital transformation calls for new thinking about sociotechnical systems design (STSD) because it has enabled new kinds of work systems to proliferate. We identify a new class of sociotechnical system, called the Platform-STS (P-STS), which complements the existing Industrial- and Knowledge-STSs. The P-STS has distinctive characteristics compared to the other classes because it reaches directly into ecosystems and is, therefore, “distributed,” and because it is governed through market mechanisms rather than hierarchy or clan mechanisms. We introduce a new design principle, redundancy of connectivity, to ground design thinking about the P-STS. We demonstrate why fundamental STSD principles need to be reconfigured, suggest how they might do so, and conclude that socioecological designs and interventions may need to supplant sociotechnical ones.

From Psychological Dispositions to Social Positions: Applying a Habitus-oriented Approach to Organization Development and Change

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Using Action Research and Organization Design to Plan In-home Hospital Treatment

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Opening the Doors of the Ivory Tower: Action Research as a Tool Supporting Cooperation between Universities and External Organizations

In this chapter we discuss how, as a tool for organizational change, action research can affect the development of cooperation between a traditional university and the external environment. The case analyzed was a two-year action research project carried out in cooperation with over 20 employers. This project was carried out at multiple levels and had several essential goals. Apart from its emancipatory role in the shift in the way students carry out their master's theses (toward application, implementation, where organizations become the research subject instead of the research object), the project's aim was to open up the university to cooperation with its environment and conduct useful research. The results indicate that action research through the democratization of the process of introducing changes and its bottom-up nature influences the development of real cooperation between the university and external organizations. Additionally, they contribute to the emancipation of university knowledge, its democratization, dehierarchization, as well as cocreation and sharing with cooperating organizations.

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Context-Levels-Culture: A Diagnostic Framework for Consulting to Diversity, Equity, and Inclusion Change in Organizations

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Aligning Strategy and Digital Technology in Government Organizations: A Call to Action

For the last four decades, the alignment of strategy and digital technology has persisted as one of the most critical and bothersome issues for senior government executives. Against this backdrop and drawing on the fruits of an extended program of collaborative research between 1995 and 2020, this chapter draws attention to how government organizations foster effective alignment and how this is achieved through four distinct cycles of alignment work. Considering that this work is heavily people- and organization-centric, the chapter calls for greater involvement of organization development and change scholars and practitioners in this important area of organizational life and work.

Reflections: Change Management Is Not Organization Development

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• Abraham B. (Rami) Shani
• Debra A. Noumair

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